Organizational Structure of Honda And Daimler AMG Influenced by National Culture
Discuss about the Organizations And Societies Implement Knowledge.
Global cooperation transforms the way organizations and societies implement knowledge, innovate as well as create values and ideologies. This plays a decisive role in all spheres of social life along with the various aspects of management. Furthermore, global cooperation results to the emergence of innovative forms of business which promotes transparency and acknowledges cooperation with clients and stakeholders in order to develop innovation (Alfermann et al. 2013). It further exerts the power of global cooperation and develops the role of a multinational corporation by employing the means of contemporary and sincere global business enterprise. Culture comprises in collective programming of the mind which causes divergences among the individuals of one group or community from the other. As individuals belong to various social categories, organizations must keep in consideration the facets of national culture and the implications on organizational structure (Büschgens et al., 2013). The following essay will focus on the way national culture influence the organizational culture, leadership approach and business strategy of Honda based in Japan and Daimler AMG, a German multinational company owned by Mercedes Benz and Mercedes-AMG.
Owing to the fact, that cultures tend to vary in their receptivity to transitions, certain cultures tend to have gradual transformations and can possess immense resistance of change even to the extent of attempting to mitigate external forces of change based on their reliance towards traditional behaviour. Though other cultures embrace significant transitions, however at significant events certain fundamental segments of the populace endeavour to reinstate traditional values, ideologies and behavioural patterns and further perceive such advancements as forms of threats. Regardless to this, it has been noted that other cultures reveal utmost ambivalence to transition and at the same time tend to embrace, resist as well as show apprehension towards it (Trevor,Marshall and Cao 2013). At this juncture, one must note the spirit of collective understanding, collaboration and harmony which subsists in the organizational culture of Honda that permeates all the other actions as well as the set of standards and values of effective partnership. However, a significant way to comprehend a role of culture to change is its process of orientation towards time.
It has further been identified that national culture has a prominent impact on the behavioural patterns of employee base whereby the decisiveness of national cultural diversity has been recognized on the association of managers and subordinates in the automobile industry of both Japan and Germany. Modern observers reveal the exceptional good services of both Honda and Daimler AMG for its cliental base, the two organizations tend to vary in their opinions and principles related to the extent of services they should be serving to their clients (Chhokar et al. 2013). While the employee base of Honda tend to reveal propensity in providing great degree of satisfaction to their clients and further establish stronger associations, the Daimler AMG workforce reveal greater inclination in corresponding the expenditure rates of client satisfaction in comparison to the benefits. However, the rationale of the divergence those German and Japanese employees have been used to various anticipations from the cliental base of both these organizations (Jacobs et al. 2013).
Similarities and Differences between the Two Organizations
It is significant to note that institutional theoretical aspects identifies the formal norms about the organizational structure including norms and values for embarking structural formation as entities of national culture. However, Hofstede has identified four critical dimensions related to national culture by shedding light on uncertainty avoidance, individualism or collectivism, masculinity or femininity and power distance (Flores et al. 2014). The dimension of Hofstede’s power distance reflects the inequality among the individuals of the society and further exhibits the attitude of the culture towards such degree of disparities amongst the members of the society.
In the opinion of Hofstede, Germany being a nation consisting high degree of decentralization and underpinned by well-established middle class segment, the country is not positioned among the lower rank of power distant nations whereas Honda, being established in Japan tend to demonstrate a considerable level of awareness to their hierarchical positioning in any significant social background and tends to act in accordance (McVeigh et al. 2013). However, it has been recognized that few foreigners employed in Honda have encountered certain degree of hierarchical power because of the immensely unhurried decision making procedures of the organization. Daimler AMG being established in a German society exhibits immense rate of individualism where a strong and sincere commitment and dedication has been situated in the ideal of self-actualization. Furthermore, the company have a propensity to reveal greater degree of loyalty that is based on individualistic preferences and is defined by the agreement between employer and employee (Moran et al. 2014).
However, Honda has drawn certain similarities in this dimension which can be noted through intense evaluation of both of the companies. Though the employee base of Honda organization can be perceived as immensely enthusiastic while aiming to enhance the competitive advantage of the company with the means of excellence as well as perfection in the process of their material production, Daimler AMG demonstrates a performance level which is immensely valued and where the ones positioned at the managerial levels play the decisive role and focus on exhibiting assertiveness and encouragement through the organizational functioning (Alfermann et al. 2013). Hofstede’s dimension of uncertainty avoidance analyze the leadership approach of Daimler AMG to be positioned on the higher side, knowledge is considered as equally vital in order to create level of conviction and certainty regarding the effective execution of any project of the company whereby Honda has been identified to possess similar characteristics on the level of uncertainty (Schwartz 2013).
Leadership Structure of Honda and Daimler AMG Influenced by National Culture
It has been noted that, Honda being headquartered in one of the most uncertainty avoidant nations undergo time-consuming procedures in order to thoroughly evaluate the risk factors associated to any project which the company is dealing with. At the corporate level, the managers of Honda depend on detailed information and statistical figures before undergoing any decision making procedures (Moran et al. 2014). Thus, such a high degree of uncertainty avoidance result the company to be immensely resistant to any forms of organizational transitions (Škerlavaj, Su and Huang 2013). With the considerably low score on this dimension, Daimler AMG, German reveals a restrained characteristic and tends to regulate the indulgence and level of gratification of the customers’ demands and desires (Venaik and Brewer 2013). The employees of this organization often develop insights that their roles and actions are undemonstrative or controlled by factors associated with social norms and further develop a sense of unconstructive attitudes towards any organizational function. Honda on the other hand, with a low degree of indulgence reveals a propensity of exhibiting cynicism and pessimism.
Disparities in national cultures in evaluating organizational strategy and behaviour have been identified and further associated with discrepancies in perceived environmental indecisiveness. For instance companies belonging to the European nations such as Daimler AMG tend to reveal lower rate of organizational strategy in comparison to the companies situated in Japan who exhibit active as well as wide ranging informal scanner comprising of over 70% of knowledge generated through the means of surveillance (Venaik and Brewer 2013). Furthermore, Honda has been recognized to have comprised of highly value peripheral perception as fundamental to determine the transitions and uncertainty towards single strategy or any unique idea which intently focuses attention. Furthermore, it has been noted that multinational organizations in various nations permit various levels of autonomy to the subsidiary organizations (Moran et al. 2014). However, Honda which owns multinationals permit restricted autonomy to their subsidiaries having strong perceptions in the significance of retaining the effective Japanese mechanisms of functioning specifically in subsidiaries which are associated in manufacturing related to research and development. It has been recognized that Honda comprises a high level of realization and inclination towards the aspects of their national culture by shedding light on group association and dedication (Alfermann et al. 2013).
Conclusion
However, in operational terms for Honda, establishing its operational domain in overseas will lead to a reduction in the rate of flexibility because of the company’s high degree of intricacies and adaptability of manufacturing procedures as they have their existence in Japan. Furthermore, it has been noted that a major section of multinational companies have shown high degree of dedication and loyalty in sustaining essential regulation and further necessitating their subsidiaries to adhere to US practices which include their effective human resource practices. Multinationals like Daimler AMG endow greater degree of self-sufficiency towards their subsidiaries. The rate of cultural disparities between Daimler AMG and national business enterprises has shown lesser inclination towards cultural disparities between Honda and regional multinational companies whereby cultural correspondence and proximity alleviate regulatory concerns further permitting greater degree of self-regulation for Daimler AMG in comparison to the subsidiaries of Honda.
References
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